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Analyzing the Decline of Luxury Women’s Shoe Brands in China: A Market Analysis – Based Study of STUART WEITZMAN
Abstract
The luxury goods industry has always been a highly anticipated area in the market. With the development of the global economy and the improvement of people's living standards, the luxury goods market has also flourished. However, overall, according to the quarterly or fiscal annual reports released by major luxury brands in the luxury industry in recent years, their common characteristic is the sharp decline in revenue in China; from a regional perspective, the decline in sales in China has the greatest impact on the decreasing total revenue of brands over the years. Such as STUART WEITZMAN, the representative head luxury women's shoe brand, total direct sales, which include stores and e-commerce, in FY23 both declined by as much as 24% compared to FY22. This article takes STUART WEITZMAN as an example to study the specific reasons for the decline in sales volume of luxury in China market in recent years compared to previous years. This study uses the market mix model to analyze STUART WEITZMAN 's marketing strategy in the market, Using the PEST model to analyze the macro environment, Use SWOT to analyze the internal and external environment of STUART WEITZMAN. Research has found that the main reason for the decline in luxury goods sales in recent years is luxury brands have been raising prices, and consumers are psychologically unable to accept the increasing premium. The middle class is more inclined to consider practicality and cost-effectiveness, pursuing the ultimate cost-effectiveness. Secondly, consumers have more other options. In addition to luxury brands, high-end niche brands, designer brands, high-end custom brands, and traditional Chinese brands have also begun to be favored by luxury consumers. Finally, in the post pandemic era, outbound tourism has resumed, and consumers can purchase the same products overseas at more favorable prices.
Article information
Journal
Journal of Business and Management Studies
Volume (Issue)
6 (4)
Pages
121-127
Published
Copyright
Copyright (c) 2024 Journal of Business and Management Studies
Open access
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